Objective and Key Results Model
State a clear objective, then measure progress through explicit outcome shifts.
- Difficulty
- Moderate
- Time to result
- ~weeks to results
- Steps
- 5
- Confidence
- 99%
Begin by expressing a mission as a clear objective, then define a small set of key results that show whether the mission is advancing. Each key result should move from an explicit baseline to a target and should represent an outcome connected to the objective. For a media-driven demand engine, examples include traffic, newsletter engagement, course consumption, media conversion, and leads. This creates focus and connects activity to business results. The episode adds an important boundary: OKRs should primarily evaluate the mission rather than function as a direct performance-evaluation tool. Individual work can be thoughtful and high quality even when external conditions prevent an outcome. Leaders should therefore inspect context, controllability, and execution quality before translating missed key results into judgments about people.
Origin
Extracted from Marketing Against The Grain during a discussion of the OKR model popularized by Google after its introduction by John Doerr.
Core principles
- 01Give every initiative a clear mission.
- 02Measure progress through explicit outcomes rather than disconnected activity.
- 03Use OKRs to evaluate the mission, not automatically to judge an individual.
- 04Apply the model where work is sufficiently predictable and iterative.
How to run it
- 1
Define the objective
Write a concise statement describing the mission the team intends to accomplish.
Pro tip Use language that makes the intended change unmistakable.
Watch out Do not substitute a list of activities for an objective.
- 2
Choose key outcomes
Select metrics that collectively indicate whether the objective is being achieved.
Pro tip Cover the critical stages of the outcome rather than relying on one vanity metric.
Watch out Avoid metrics that can improve while the mission still fails.
- 3
Set baselines and targets
Express each key result as movement from a known current value to a desired value.
Pro tip Document the measurement source and review period.
Watch out Do not create targets without checking data quality or feasibility.
- 4
Run and review
Execute the work and periodically compare actual progress with the target outcomes.
Pro tip Discuss both results and the assumptions behind them.
Watch out Do not wait until the end of the cycle to discover that a key result is unusable.
- 5
Separate mission from person
Evaluate why the mission succeeded or failed before assessing an individual’s performance.
Pro tip Consider execution quality and factors outside the team’s control.
Watch out Do not mechanically tie career outcomes to uncontrollable results.
In the wild
A marketing team sets the objective of building a media-driven demand engine. It then defines key results for monthly blog traffic, unique newsletter opens, academy course views, media conversion rate, and leads generated, with each metric moving from a baseline to a target.
→ The team gains a shared mission and a measurable view of whether its media efforts generate demand.
Common mistakes
Rewarding busy work
Activities that are not connected to a meaningful result create motion without mission progress.
Using OKRs as employee ratings
A missed outcome may reflect economic conditions or other uncontrollable factors rather than poor individual execution.
Applying OKRs to every kind of work
Rigid outcome targets can encourage risk aversion when the initiative requires experimentation or an audacious leap.
Is it for you?
Best for
It is best for predictable, iterative initiatives whose relevant outcomes can be measured and influenced by the team.
Not ideal for
It is not ideal as a rigid employee scorecard or as the sole operating model for uncertain moonshot work.
From the transcript
“what the OKR model really is is you set out an objective. I will, and then something, which is your objective, and then measure by…”
“you have a very clear mission and objective, and then you have very clear outputs.”
“the OKR model is not meant to be a performance evaluation tool. It's meant to be a mission evaluation tool”
From the episode
Leadership That Drives Growth (Insights from Kipp and Kieran)